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CREATORS

CONTEXT

COMPARISONS

CLIENTS

CANDIDATES

CORROBORATORS

CONSIDERATIONS

CASES

CONTACT

COLLEAGUES

SUE HENLEY

Though Dr. Sue Henley is an independent
Consultant Psychologist, she is nonetheless a vital part of the
Ascentador team and its resident expert in psychological
assessment and testing. One of the most senior and experienced
business psychologists in the United Kingdom, Sue began her
career as an academic (in addition to her doctorate in
Psychology, she holds a Bachelor of Science, the British
Psychological Society's Diploma in Clinical Psychology, and is an
Associate Fellow of the British Psychological Society's Diploma
in Clinical Psychology, and is an Associate Fellow of the British
Psychological Society), then spent a period as a Clinical
Psychologist at University College and Great Ormond Street
Hospitals in London.

The turning point in her career came when she
joined SHL, perhaps the world's best known developer of
psychometric instruments, where she was pivotal in expanding the
business and in researching the characteristics of successful
international leaders. This experience led Sue to turn her
professional focus to the world of business, initially as a
partner at Whitehead Mann, then the UK's leading executive search
firm, and subsequently at its executive development and coaching
arm, The Change Partnership.

One of the most
accomplished and sought-after Consultant Psychologists in the
industry, Sue is also a well-known speaker and has presented on
executive assessment and leadership characteristics to
industrial, military, medical, academic and media audiences over
many years. "I am delighted to be an extension of the Ascentador
team and believe that the inclusion of psychological evaluation
in the talent migration process helps to 'de-risk' the process
for clients and executives alike."

CHRIS VAN SOMEREN

Chris van Someren is the Chief Executive and
Founder of Ascentador and an acknowledged expert in talent
management consulting. After more than two decades in the
industry, and with direct experience serving clients in more than
35 countries from bases in London, New York and Singapore, Chris
is a true internationalist, a passionate innovator of the
consulting process and a committed partner to his clients and
colleagues alike. With longstanding client relationships that
span multiple industries and geographies, Chris brings powerful
problem-solving and networking skills to everything he does.

Prior to founding Ascentador, Chris held a
series of senior management positions with Korn/Ferry
International, ultimately driving the history-making turnaround
of that firm's EMEA business, of which he was the President.
Today, Chris leverages both his skills as a successful business
leader and his deep know-how as a management consultant to
deliver Ascentador's proprietary service offering around the
globe.

As Chris says,
"Insightful clients recognize that the old way of doing things
delivers less and less value. Such clients have raised the bar
both in terms of the complexity of their needs and the rigor of
the solutions they require. At Ascentador, we believe the future
belongs to those with the vision and courage to innovate".

ANDREW BAILEY

Andrew Bailey is a founding Partner of
Ascentador, to which he brings a breadth of business experience
in both industry and in professional services. Andrew's
professional skills and appreciation of diverse cultures were
honed by the experience of having lived and worked in Europe, the
Middle East, India, and Southeast Asia.

With a reputation for managing senior-level
relationships and for delivering creative client solutions across
many markets, Andrew is a true internationalist with a deep
understanding of global talent migration and genuine insight into
the leadership issues being faced by multinational clients today.

Prior to joining Ascentador, Andrew was a Senior
Partner in the Singapore office of Korn/Ferry International,
where he was recognized for the quality of his extensive
knowledge of the financial services industry. Before moving into
consulting, Andrew spent sixteen years in investment banking
where he developed his functional expertise in client
relationship management primarily with one of the leading US
institutions.

Today, Andrew draws
upon his "global citizenship" and his aptitude for delivering
innovative solutions to partner with clients across all regions.
As he says, "Talent today is a truly global commodity, and only
those individuals possessing both a strategic and transferable
skill-set, coupled with geographic mobility, can provide the
senior leadership required to address the challenges of a
rapidly-changing business world".

LEON SMITH

Leon Smith co-founded Ascentador and now divides
his time as an independent Partner of the firm and as the
Principal of his own, Africa-focused consulting practice,
Renaissance Talent Solutions. Leon sets himself apart through a
clear understanding of the demands and dynamics of the Boardroom,
and is especially gifted at helping Chief Executives and their
top teams align in support of the business agenda.

Prior to Ascentador, Leon progressed through a
series of professional and management positions over more than
two decades at global diamond industry leader De Beers, where he
was ultimately appointed to serve as Group Human Resources
Director in 2005, a position he held for three years. He is
particularly known for simplifying the way work is organized and
for developing uncomplicated business processes to improve talent
development and employee productivity. In addition, he served as
a trusted advisor to many members of the company's Executive
Committee.

Based in Atlanta, but with extensive
international experience, Christopher Horseman is an independent
Partner who manages engagements that span the executive suite,
with a particular emphasis on the executive recruitment of
general management, senior marketing and related operational
talent. Christopher began his career in a family business serving
the thoroughbred horse industry, personally managing
relationships with key clients at Belmont, Aqueduct and Saratoga
Racetracks. Thereafter, he progressed through a series of
management positions in the retail and real estate sectors before
becoming Director of Retail Operations for a New York-based
winery. In this role, Christopher established the state's only
retail operation dedicated exclusively to the promotion and sale
of New York wines.

In 2001, Christopher joined the world's largest
executive search firm, Korn/Ferry International. There, he
focused on recruiting senior executives for marketing-driven and
consumer-focused companies with a concentration in the
Advertising & Marketing Services, Luxury, and Beverage Alcohol
Industries. A particular focus of his work has been the migration
of Western talent into new and emerging markets worldwide. He
also managed the global execution team for one of the industry's
most productive practices.

Christopher says, "I
take great pride in being on the front line for our clients
around the world and believe that efficient, high quality
diagnosis and delivery is what really separates Ascentador from
its competitors".

CAROLYNE KING

Based in London but with worldwide
responsibilities, Carolyne King is the Business Manager for
Ascentador, and manages the firm's "back office" functions
including Finance, Legal, Human Resources, Technology, Traffic,
as well as all external vendor relationships.

Carolyne was previously with Korn/Ferry
International, the world's largest executive search firm, where
she spent eight years working across various industries including
professional services, financial services, retail & luxury goods
before moving into a more internally focused role assisting the
President, EMEA. Previously, Carolyne worked at a public
accounting firm concentrating on personal wealth management for
high net worth individuals. She began her career as part of a
successful sales and marketing team at a large country house
hotel.

"I strive to bring
the same client-centrism and commitment to excellence to the
internal processes at Ascentador as we bring to our clients and
candidates on the outside", says Carolyne. "Our work in talent
management can only be successful if we deploy our gifted team in
the most efficient way possible, and that is my focus".

ISABELLE MARTIN HOTIMSKY

Isabelle Martin Hotimsky is a Non-Executive
Director of Ascentador and an original, key contributor to the
development of the firm's ideation and solutions development
process. She graduated with a degree in Economics from the
University Libre de Bruxelles in 1978 and won an MBA from
Columbia University in 1981. Isabelle joined JP Morgan in
Brussels as a graduate and continued her career in banking with
Banque Nationale de Paris in Paris, London and New York, focusing
principally on Capital Markets.

In 1992, she joined the London office of
Heidrick & Struggles, the global executive search firm, where she
served as a Partner in Financial Services until 1999. In 2000,
she joined Korn/Ferry International as a Partner following a
brief period as an entrepreneur. In this market-leading firm, she
managed the European Financial Services business and served as a
member of the European Management Committee. Her recruitment
experience has been focused on general management and
non-executive director positions in the financial services
industry but has spanned sectors from investment banking to asset
management.

Isabelle now leads the Not-for-Profit Practice of Veni Partners,
the specialist executive search and advisory firm, but remains of counsel to Ascentador.

CHRISTINE KOETSIER

Christine Koetsier is an independent
Amsterdam-based Partner with extensive international experience.
She is the initiator of and ambassador for regeneration retreats
for female executives from the global business arena. Her main
passion is helping her clients progress. With a lifelong focus on
gender balance, diversity & inclusion, and related services,
Christine is an outspoken specialist for the cause of diversity,
and has a particular expertise in the areas of change & change
management, corporate/business development, executive
development, and general management.

Christine began her career in marketing & sales with a family
owned business before moving to Royal Numico, now part of Danone.
After a stint in the e-commerce industry, she entered the world
of Talent Management in 2001. Since becoming a management
consultant, she has led several Global
Women in Leadership Initiatives, including initiating and
commissioning a research project, Gender Diversity in Corporate
Governance. This ground-breaking study examined the composition,
codes and country practices of Boards of Directors in France,
Germany, Spain, the Netherlands and the United Kingdom and led to
the publication of the First
100 Women Industry Index by Erasmus University Rotterdam.

Married with three sons in addition to her career,
Christine knows the challenges of work/life balance first-hand.
As Christine says, "At Ascentador we seek to remember the 'human'
aspect of human resources and to carry out our projects with
sensitivity to the way our work impacts not just careers, but
people's lives."

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As a global talent management consultancy
focused on helping both companies and executives to “master the
climb”, Ascentador leverages its multi-national,
multi-disciplinary team on every engagement. Our solutions are
bespoke, grounded in our proprietary Diagnostic™ Process, a
journey of discovery that allows both Ascentador and our clients
to understand the underlying business challenge to be addressed.
Once such a challenge is clearly identified and understood, we
design a solution which may leverage any combination of our
skills and tools, including executive recruitment, professional
assessment, organizational design and development, executive
development or coaching, and general management consulting.

At the core of our process is the belief that
every situation is either an organizational or executive problem.
As such, we believe every situation requires a specifically
tailored solution that unites established best practices with
creative and lateral thinking, which will impact the business in
a positive way to move it forward.

What follows are examples of the way we have
impacted our clients’ businesses using this new-to-the-market
approach.

PROJECT 1:

LEADERSHIP DEVELOPMENT

PROJECT 2:

STRATEGY ACTIVATION

PROJECT 3:

DECISION SUPPORT

PROJECT 4:

SUCCESSION PLANNING

CONCLUSIONS

PROJECT 1

LEADERSHIP DEVELOPMENT

CLIENT PROFILE

CLIENT SITUATION

DIAGNOSTIC FINDING

ASCENTADOR BESPOKE SOLUTION

BUSINESS OUTCOME

The organization is a US $9 billion
international consumer products company with operations in 80
countries. Publicly-traded, but predominantly family-owned, the
business has two primary divisions, each run by a
newly-appointed President who report to the worldwide Chief
Executive Officer.

After six months in the company, one of the
division Presidents was concerned by the observed inability of
his team to achieve the growth rates of direct competitors in a
number of markets around the world, particularly in the
dynamic, high growth Asian environment. On the surface,
everything appeared in order. That is, the business was
profitable, the individual performance appraisal of each
executive was positive, and the level of engagement and support
for the new go-to-market strategy was high. “Why then,” the
President asked, “is my business growing at 12% and my
competitors’ businesses are growing at 30%?”

Our team conducted a Diagnostic discovery
process with a broad group of company executives, including the
worldwide CEO, the Divisional President, the Global HR Director
and a selection of operating executives in the field. A clear
picture emerged of a corporate culture in which collegiality
and conflict-avoidance was so strong that executives were
unwilling (and even perceived themselves to be unable) to
address problems or identify the important business issues.
Instead, an “I’ll scratch your back if you scratch mine”
mentality was promoted and a culture in which each individual
rated the other highly, and performance issues were routinely
swept under the carpet.Further, although the organization
included a large number of committed and talented executives,
the business’s level of team activation (i.e., the way in which
one executive unleashes - - or blocks! - - the talents and
contributions of his or her colleagues) was very low. In short,
each executive appeared to be doing his or her best to carry
out assigned responsibilities, but in doing so, never achieved
a shared sense of mission or team.

Drawing on our expertise in business
leadership, change management, and executive assessment, we
proposed a Management Team Assessment, which was specifically
designed to evaluate the abilities and attitudes of the current
management team in the context of the company’s chosen business
strategy. We focused on four key attributes:1)Ability: which
provided insight on everything from leadership to core
functional skills as well as developmental needs;2)
Aspiration: which focused on each executive’s desire to advance
and influence his or her “world of work”, including insight
about the importance of financial rewards and other “invisible”
motivators; 3)Engagement: which provided insight into the
beliefs of the executives about the company, their commitment
to stay, and their willingness to contribute above and beyond
the call of duty; and importantly 4)Team Complementarity:
which focused on how individual members of the team “activate”
each other for enhanced individual productivity and achievement
of business outcomes.

Following the Assessment component of the
Diagnostic, our team of experts from Ascentador provided the
client with a detailed set of specific recommendations about
what changes were needed to optimize business performance in
both the medium- and long-term. These insights included
detailed recommendations about both Country and Functional
leaders, as well as about the division’s structure. Our team
highlighted issues that touched, but were not centered in, the
division, and that needed addressing if the company as a whole
were to achieve its goals. Our recommendations regarding the
individuals who participated in the Assessment covered six
basic action bands: 1. Restructure: This individual or team
will deliver enhanced performance under a different
organizational design.2. Redeploy: This individual will
deliver enhanced performance if assigned to (or at least
prepared for) a different role in the company.3. Reinforce:
This individual or team will deliver enhanced performance if
paired with different or additional team members or leaders.4.
Reward: This individual or team will deliver enhanced
performance if provided with a different set of motivators.5.
Replace: This individual or team lacks the necessary
competencies to achieve the Five-Year Business Strategy and
should be exited from the company on performance grounds.6.
Retire: This individual or team lacks the necessary motivation
to achieve the Five-Year Business Strategy and should be exited
from their current roles and perhaps from the company.
Importantly, although our work is always grounded in the data
we collect, the real power of this project lay in our team’s
ability to reason from the data and to develop a set of
concrete, actionable recommendations, including specific
timelines and a suggested process for managing change. These
recommendations provided a tangible roadmap for talent
management and business leadership and allowed the CEO to
address the issues in his business proactively and with
insight. In fact, he ultimately incorporated our
recommendations into the company’s Five Year Strategic Plan.
Two years on from the initial project, the Ascentador
recommendations have been followed carefully, resulting in
several key changes in leadership, and a markedly different
culture in which openness, transparency, and achievement are
valued more than politics, internal alliances and tenure.

PROJECT 2

BUSINESS STRATEGY ACTIVATION

CLIENT PROFILE

CLIENT SITUATION

DIAGNOSTIC FINDING

ASCENTADOR BESPOKE SOLUTION

BUSINESS OUTCOME

The company is a US $3
billion global financial services institution with US $2
trillion in assets under management. The organization has a
highly complex matrix management structure and is ranked as one
of the top three players in each market in which it operates. At
the time our engagement was launched, the company’s worldwide
CEO had been in situ for 90 days.

As part of his elevation to
the worldwide CEO role, our client established highly
challenging performance objectives for the business, including a
publicly articulated ambition to double the firm’s revenues
within five years. Critical to achievement of this target was a
dramatic increase in the firm’s performance in Asia, where four
to five times growth in its current revenue would have to be
achieved if it were to contribute its share to the overall
business objectives. Incumbent leadership in the region was
excellent (indeed, the executive in question was about to be
tapped for a global role). But, the organization had, in fact,
failed to fully leverage its global businesses across a number
of key markets in the region, most notably by routinely failing
to deliver an integrated product and services platform to its
core clients. The client sought our counsel and support in
moving the Asian business to the next level.

Our Ascentador team
conducted its proprietary Diagnostic discovery process with a
broad and diverse group of executives in the company. These
executives included worldwide business unit leaders, the
incumbent Asia CEO, a series of senior HR professionals, and
several operating executives in the field. Our team observed an
organization that was undeniably doing the right things, and
“firing on all cylinders”. Yet, the organization’s leadership
team members were quite “homogenous” and single minded in their
perspectives, attitudes and backgrounds. Populated almost
exclusively by successful Westerners, the Asia management team
of the company comprised mainly long-tenured employees with deep
ties to their counterparts at corporate headquarters in the
United States. While our client quite rightly identified this
base of longstanding collegial relationships as a business
strength, he began to see the drawbacks of such uniformity of
thought and perspective. In addition, given our observation of
the culture and the historic tendency to promote from within, we
anticipated that our client and the company would view hiring a
senior leader from outside, particularly one who “doesn’t look
like us”, a new and highly unusual step, even if doing so was
fundamentally what the business required

While launching an executive
recruitment initiative was the solution, our team approached the
search process in a tailored and selective fashion with several
key differentiating components.First, our team used a tightly
structured and controlled protocol for identifying and
developing candidates in order to ensure that all candidates
presented would meet the three-fold requirement of being:1.
Experienced and appropriately senior, in order to alleviate
concerns about suitability for the role;2.An ethnic Asian,
with operating experience in the West, which would enable him or
her to capitalize on the untapped opportunities in the region,
while still able to “speak the language” of associates at
headquarters; and,3.A proven innovator and lateral thinker who
had previously demonstrated the ability to see what other eyes
had missed and to act decisively to capture such opportunities
for the benefit of the organization.Second, our team involved a
small group of internal candidates in a parallel process. Doing
this ensured these employees would not be disappointed, consider
the search process unfair, or be concerned about a lack of due
process should the finalist candidate prove to be an external
hire. Although our team had not anticipated finding a viable
internal candidate at the outset of this process, we actually
gathered insights into internal competencies that may in fact be
instrumental now in supporting the case to promote one of these
employees to a new role.Third, once the finalist candidate had
been identified and accepted the role, the candidate went
through an effective on-boarding and transition plan that was
developed by Ascentador in collaboration with the client.
Perhaps the single most important factor in the success of this
appointment was to ensure that the incoming executive was
totally prepared to receive the baton before the incumbent took
up his next assignment. The development of an on-boarding and
transition plan that fit the needs of the executive and the
internal stakeholders across the region and the broader firm was
highly complex work. The on-boarding and transition plan allowed
the incoming executive to fill in knowledge gaps regarding the
business, to begin adding value as a leader from the onset of
his or her tenure with the firm, to contribute to the strategic
and operational plan, to build effective relationships with
headquarters and around the region, and to develop a deeply
close and trusting relationship with the incumbent.

At the time the project
concluded, the client and his organization pronounced themselves
delighted with the outcome of the process with particular
gratitude for the speed and efficacy of the process. The placed
executive - - drawn not from the world of a direct competitor to
our client, but from an adjacent industry - - has nearly doubled
the size of the Asian business in three years, has been named to
the Company’s Global Executive Committee, and is one of the most
visible success stories in Asian Financial Services in recent
memory.

PROJECT 3

DECISION SUPPORT

CLIENT PROFILE

CLIENT SITUATION

DIAGNOSTIC FINDING

ASCENTADOR BESPOKE SOLUTION

BUSINESS OUTCOME

The company is a leading
Private Equity firm with branch operations across multiple Asian
markets, a six fund track record of success, and over 50
portfolio companies.

Several years ago, our
client bought a controlling interest in a well-known, Indian
retail food business with over 50 stores across multiple cities.
In addition to the purchase price, our client injected
significant capital into the company with a view toward fueling
business expansion. A new management team was recruited at that
time and charged with leveraging the capital in pursuit of new
retail concepts and locations. Unfortunately, the decisions made
proved faulty, with poor site selection and poor contract
management, which lead to negative performance in the business
and a near-total loss of invested capital.The company’s
management team argued that no one could have foreseen the
impact of the economic downturn on the Indian real estate market
and that the company’s performance, when viewed through that
lens, was nothing short of miraculous.Several Partners of the
PE firm, however, felt the time had come to cut its losses and
exit the business. The Managing Partner asked Ascentador for
counsel.

Because of the nature of the
business problem, our Ascentador team was unable to conduct its
proprietary discovery process; in fact, in this case, the
Diagnostic™ itself was the solution.As such, our team
recommended that it be positioned to the operating executives
within the portfolio company as a group of consultants being
deployed to make recommendations about business process
improvement. In that guise, our team conducted an Executive
Assessment on each member of the portfolio company’s Executive
Committee, including the CEO. The team’s focus was to “get under
the skin” of the business and its executive team, to understand
their level of competence, and to assess the commercial
viability of the business with them at the helm.By highlighting
specific strengths and development needs (sometimes called ‘risk
factors’) against the backdrop of a specific context (the micro-
and macro-factors that impacted the business and the markets in
which it operates), the Ascentador methodology allowed the PE
firm to understand what would have to be done to enhance the
organization’s performance, ensure an optimal mix of executives,
and to pre-empt potential executive dissonance by making it
possible to anticipate issues with some precision.

In this case, our assessment
focused on four key attributes:1.Intelligence: measuring raw
intelligence, as well as strategic thinking and visionary
capability;2.Reasoning Skills: measuring abstract reasoning
(that is, the capacity of the individual to reach correct
conclusions in the absence of full data) as well, assessing
innovation and change management skills, and decision-making
styles/judgment;3.Team Complementarity: measuring the degree
to which an individual is dependent on the presence of external
motivational factors or influences (human or otherwise) to make
them more effective and to elevate their performance. This also
provides a view of the individual’s general interpersonal
skills; and,4.Self-Actualization: measuring the individual's
ability to overcome adversity or set-backs, the degree to which
he or she may continue to harbor unresolved issues, and overall
resilience, energy and drive and, critically, integrity. Our
team’s findings were nothing short of astonishing. Not only was
our team able to provide significant new data to the PE owner of
the company about the strength of the business fundamentals, the
abilities and developmental needs of the team, and both the
short- and medium-term actions needed to improve business
results, but we also uncovered evidence of pre-existing familial
connections and relationships between members of the team, which
were unknown to the PE owner. In short, following this thread
led to further revelations of critical significance to the PE
investor.

Although our findings were
initially quite provocative to the PE owner, they were able, on
the basis of our inputs, to take corrective action on the
business. The senior executive team underwent a significant
shake-up (with at least one executive later charged with
financial mismanagement), the business was returned to
profitability, and importantly, our client was able to achieve a
return on investment, rather than the significant write-off that
he had come to believe was inevitable. The client now involves
Ascentador as a standard start of their due diligence process
prior to making acquisitions.

PROJECT 4

SUCCESSION PLANNING

CLIENT PROFILE

CLIENT SITUATION

DIAGNOSTIC FINDING

ASCENTADOR BESPOKE SOLUTION

BUSINESS OUTCOME

A privately held business
with a 30-year track record of continuous growth, the
organization is a leading player in shipping container servicing
along the Chinese and Southeast Asian seaboard. With very
significant capital and demanding operational requirements, the
business is extraordinarily complex.

As the two founders prepared
to retire from the business they had built some thirty years
earlier they were understandably concerned about CEO and COO
succession. These concerns were exacerbated by the fact that the
business is highly relationship-dependent, specifically
requiring the ability to work effectively with government
officials, port authorities, and the extremely fragmented
shipping industry. The founders are fixtures in the category,
known and trusted by key contacts across the industry. Yet, they
are not entirely sure why they have been so successful, except
to say, “We have been around a long time. How will new
management be able to take on these relationships in a short
order?”

Our team conducted its
proprietary Diagnostic discovery process with the two founders.
Our objective was to understand each of them in depth, as well
as to identify the key drivers of success in the business model.
During the process, these business leaders learned they each had
a greater degree of self-awareness and business insight than
they originally thought. With guidance, they were able to
uncover and articulate their own key competencies, thereby
providing clues about the skills and behaviors that had allowed
them to achieve such significant financial success.

Leveraging our competency in
organizational dynamics and executive development, our team
translated the Diagnostic™ findings into a competency framework.
We then conducted an in-depth assessment of the company’s entire
executive and country leadership groups in order to identify
whether any of the existing team members possessed the core
competencies, even if not fully developed, required to provide
internal succession possibilities for the two founders.In fact,
our findings suggested that no succession candidates were
available inside the business in the time frame identified by
the founders. Given a longer time horizon and the appropriate
developmental and skill-building program, one or two executives
might well be up to the challenge. As such, we provided initial
inputs on the essential developmental needs, a sense of what
types of experiences and timelines would be most helpful, and
what role the founders needed to play in ensuring a successful
transition of leadership for the business.Furthermore, if the
founders decided they were unwilling to elongate their
succession timeline, they were also provided guidance that was
based on the previously developed competency framework and our
assessment findings regarding the core competencies required in
- and challenges expected for - a senior executive from the
outside.

Initially loathe to pursue
an external candidate to fill their positions post-retirement,
the founders instead chose to act on the developmental insights
Ascentador provided about their key team members. Working
together, we developed a series of executive development plans
by individual, sending some professionals for external
training/continuing education and redeploying others into new,
growth-oriented roles. Although this process did see several
executives expand their leadership competencies, the founders
ultimately recognized that the speed of development would be too
slow to allow them to promote successors from within. Nearly two
years after our initial work together, the Company retained
Ascentador to conduct an executive search to find a new CEO for
the business.

CONCLUSIONS

These examples illustrate the unique nature of
each business challenge we were asked to address. And, because of
the selective and tailored solutions-based discipline, which is
fundamental to our process and offering, Ascentador was
appropriately positioned and equipped, with its creative, lateral
approach, to meet these diverse challenges.

We stand ready to
discuss these examples in more detail or to speak about how our
methodology can create value for your business.